The key role of infrastructure in backshoring operations: the case of free zones

Back-shoring vs near-shoring: a comparative exploratory study in the footwear industry

“… Operations Management Research 2016 Carbone V., Moatti V. Supply Chain Forum 2016 Foerstl, K., Kirchoff, J.F., Bals, L. International Journal of Physical Distribution and Logistics Management X 2016 Foster, K. Journal of Textile and Apparel Technology and Management X 2016 Fratocchi, L., Ancarani, A., Barbieri, P., Di Mauro, C., Nassimbeni, G., Sartor, M., Vignoli, M., Zanoni, A. International Journal of Physical Distribution and Logistics Management Differences based on size X 2016 Huq, F., Pawar, K.S., Rogers, H. Production Planning and Control X 2016 Joubioux, C., Vanpoucke, E. Operations Management Research 2016 Lavissière, A., Mandják, T., Fedi, L. Supply Chain Forum X 2016 Młody, M. Entrepreneurial Business and Economics Review X 2016 Moradlou, H., Backhouse, C.J. Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture X 2016 Presley, A., Meade, L., Sarkis, J.…”

Regional factors enabling manufacturing reshoring strategies: A case study perspective

“…By contrast, pull factors have the opposite effect, albeit with the same outcome. Pull factors consider the positive impact of the home country's features on firms' location choices, for example, enhancing firms' control and resilience over their supply chains, possibilities to collaborate with local suppliers, increased efficiency in the home country's production operations driven by technological investment (Ancarani & Di Mauro, 2018;Lavissière, Mandják & Fedi, 2016) and access to a base of domestic suppliers (Ashby, 2016;Foerstl, Kirchoff & Bals, 2016;Fratocchi et al, 2016;Gray, Esenduran, Rungtusanatham & Skowronski, 2017;Stentoft, Mikkelsen & Jensen, 2016;Tate & Bals, 2017;Wiesmann, Snoei, Hilletofth & Eriksson, 2017).…”

“…So, the presence of local production systems with dense networks of suppliers and skilled labor is crucial to convince firms that they can reshore either the whole or part of their production into a specific local area (Forte & Miotti, 2015). Indeed, reshoring often requires firms to be able to substitute international suppliers with those embedded in their local industrial cluster (Lavissière et al, 2016;Srai & Ané, 2016) with relevant capabilities in the local economy (Bailey & De Propris 2014;Gadde & Jonsson, 2019;Ketokivi, Turkulainen, Seppälä, Rouvinen & Ali-Yrkkö, 2017;Nujen et al, 2019;Wan, Orzes, Sartor & Nassimbeni, 2019). When reshoring is coupled with upgrading ambitions, firms tend to seek local partners (business or research) with greater or more specialized competences than the international ones (Pal, Harper & Vellesalu, 2018).…”

De-globalisation, value chains and reshoring

“…Push and pull factors have been unpacked to understand and explain reshoring as a short-term adjustment to respond to, for instance, the hidden cost of offshoring (Gray et al, 2017;Espana, 2015;Kinkel and Meloca, 2009) or the increasing complexity of value chain governance (Lieb and Lieb, 2016;Lavissière et al, 2016). However, others have suggested that reshoring should be observed as part of firms' longer-term strategy to better face international competition (Moradlou et al, 2017;Młody, 2016aMłody, , 2016bNavarro, 2013).…”